ABSTRACT
As seen in all the previous cases, the implementation of welfare reform provides those holding management positions in public social service agencies and nonprofit agencies with new challenges (Austin, 2003). One of these challenges involves the need to expand and refine the community practice skills needed to guide organizational change and reposition public social service agencies in local communities. This analysis builds upon some of the early findings emerging from welfare reform implementation. For example, Chapter 1 describes a study of county social service directors which includes the following challenges facing managers: (1) restructuring the agency’s mission to capture the shift from determining eligibility to fostering self-sufficiency, (2) substantial organizational restructuring, (3) engaging in partnerships and collaborations with a wide range of partners, including other county departments, community-based organizations, and for-profit businesses, (4) renewed pressure to integrate services as part of interagency collaborations and interdisciplinary teams, and (5) increased demand for data-based planning and evaluation at all levels of the organization (Carnochan and Austin, 2002). Although strengthening an agency’s mission, engaging in organizational restructuring, and data-based planning and evaluation are part of the traditional skill sets of most senior managers, the building of community partnerships and fostering interdisciplinary practice require community practice skills. This final chapter focuses on community-based interagency partnerships and intra-agency collaboration as a way of addressing the community practice skills needed for effective networking inside and outside the agency. As cases reflect practice in nonprofit community-based organizations as well as public social service agencies, these managerial skills are relevant for all aspects of managing service delivery, partnership development, and agency restructuring.
